Does Ethical Leadership Matter in Government? Effects on Organizational Commitment,Absenteeism, and Willingness to Report Ethical Problems

Recent ethical scandals involving managers in government organizations have highlighted the need for more research on ethical leadership in public sector organizations. To assess the consequences of ethical leadership, 161 managers in a large state government agency and 415 of their direct reports were surveyed, and personnel records were obtained to measure absenteeism. Results indicate that after controlling for the effects of employee characteristics, perceptions of procedural fairness, and supportive leader behavior, ethical leadership reduced absenteeism and had a positive influence on organizational commitment and willingness to report ethical problems. Implications of the findings and suggestions for future research are presented.     

Government Reform,Political Ideology,and Administrative Burden: The Case of Performance Management in the Bush Administration

This article examines how ideological differences between political officials and agencies may have affected the implementation of an ostensibly nonpartisan, government‐wide administrative initiative: the George W. Bush administration's Program Assessment Rating Tool (PART) review of federal programs. The analysis reveals that managers in agencies associated with liberal programs and employees (“liberal agencies”) agreed to a greater extent than those in agencies associated with conservative programs and employees (“conservative agencies”) that PART required significant agency time and effort and that it imposed a burden on management resources. Further analysis reveals that differences in reported agency effort can be explained partly by objective differences in the demands that PART placed on agencies—liberal agencies were required to evaluate more programs and implement more improvement plans relative to their organizational capacity—and partly by the ideological beliefs of employees—on average, liberal managers reported more agency effort, even after accounting for objective measures of administrative burden.     

The Strategic Use of Information Technology by Nonprofit Organizations: Increasing Capacity and Untapped Potential

How are nonprofits using information technology to enhance mission‐related outcomes and boost organizational performance? The authors examine a large‐scale survey of nonprofits’ technology planning, acquisition, and implementation to assess the strategic use of IT in these organizations. They evaluate nonprofits’ strategic technology‐use potential by examining IT‐related competencies and practices that are critical for the successful strategic employment of technology resources. Several promising developments are found, alongside significant deficits in the strategic utilization of IT, especially in the areas of financial sustainability, strategic communications and relationship building, and collaborations and partnerships. To boost IT’s mission‐related impact, nonprofits must enhance their organizational capacities in long‐term IT planning, budgeting, staffing, and training; performance measurement; Internet and Web site capabilities; and the vision, support, and involvement of senior management.     

Employee Engagement as Administrative Reform: Testing the Efficacy of the OPM's Employee Engagement Initiative

Researchers have long recognized administrative reform as a constant feature of American public administration. The employee engagement initiative of the U.S. Office of Personnel Management (OPM) has become one of the most prominent administrative reforms underway in the federal government. Like many reforms, the veracity of claims about this reform have gone untested. This article addresses this gap by testing the relationship between the OPM's employee engagement initiative and agency performance. After establishing the psychometric validity of the OPM's Employment Engagement Index, the authors use a five‐year panel data set of federal agencies and two‐way fixed‐effects regression to test the efficacy of this prominent reform. The analysis shows that efforts to encourage employee engagement generally have the expected relationship with performance, but the relationship varies according to the components that make up the index and the organizational level at which these efforts are expended.     

Appointee Confirmation and Tenure: The Succession of U.S. Federal Agency Appointees, 1989–2009

This article analyzes the confirmation and tenure of 2,300 Senate‐confirmed, presidential appointees to U.S. government agencies between 1989 and 2009, linking patterns of appointee confirmation and tenure to institutional politics, appointee independence, and agency context. Consistent with prior research, the authors find that nominees of new, powerful, and popular presidents enjoy expedited Senate confirmation. Contentious congressional committee oversight, by contrast, tends to delay confirmation and reduce tenure. Agency heads and positions insulated from removal, such as for fixed‐term positions and inspectors general, increase tenure. Extending empirical research, the analysis highlights program‐ and agency‐level variations that speak to the many contingencies shaping appointee politics. Appointee positions associated with national security and broad statutory discretion receive expedited confirmation. Agencies with more professionals are associated with increased tenure, whereas agencies with more appointees among managers see shorter tenures. The results speak to scholarship on appointee politics and to public knowledge about the role of appointments in American government.     

The Importance of Role Clarification in Workgroups: Effects on Perceived Role Clarity,Work Satisfaction,and Turnover Rates

This article examines how greater role clarification may be associated with increased work satisfaction and decreased turnover rates in workgroups. These linkages are examined with the use of multivariate analysis of variance and hierarchical regression analysis for data collected during two time periods from multiple sources: personnel records and an organizational survey of 1,699 employees working in 45 geographically distributed offices in a state government agency. Results indicate that offices with a high level of role clarification had significantly higher levels of work satisfaction and lower rates of turnover. Additionally, the effects of role clarification on work satisfaction and turnover behavior were mediated by overall role clarity perceived in these offices. The implications of these findings for effective management of workgroups in government agencies are discussed.     

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Although the influence of government regulation on organizations is undeniable, empirical research in this field is scarce. This article investigates how the understanding of and attitudes toward government regulation among public, nonprofit, and for‐profit managers affect organizational performance, using U.S. nursing homes as the empirical setting. Findings suggest that managers’ perceptions of regulation legitimacy—views of regulation fairness, inspectors’ effectiveness, and internal utility of the mandates—positively affect service quality. Subgroup analysis suggests that managers’ views of regulation matter in nonprofit and for‐profit organizations but not in public organizations. In nonprofit homes, performance declines when managers report higher regulatory expertise—better knowledge of the regulatory standards. In for‐profit facilities, frequent communication with regulators lowers quality. These findings suggest that the regulated entities’ views of government regulation are central to their success, which necessitates improvements in the regulatory process.     

Public Service Motivation (PSM) and Support for Citizen Participation: A Test of Perry and Vandenabeele’s Reformulation of PSM Theory

This article examines how public service motivation (PSM) relates to public managers’ attitudes toward citizen participation. Perry and Vandenabeele suggest that PSM effects are moderated and/or mediated by self‐regulation and by the salience of an activity to self‐identity. Using data from Phase IV of the National Administrative Studies Project, latent model results suggest a direct, positive relationship between PSM and citizen participation evaluation. The relationship is not mediated by value congruence but rather is moderated by the perceived importance of the organization’s citizen participation efforts. The moderating effect has three interpretations: (1) PSM has a stronger relationship to evaluation as citizen participation becomes more important in the agency; (2) at low and medium PSM levels, the greater the importance of citizen participation, the lower its evaluation; or (3) at high PSM levels, the greater the importance of citizen participation, the higher its evaluation. This suggests that PSM is more germane for activities such as citizen participation, invoking relevant values as perceived organizational commitment increases.     

Perceived Organizational Red Tape and Organizational Performance in Public Services

The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This article empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consist of survey responses from teachers and principals at Danish upper secondary schools combined with grade‐level administrative performance data. Based on theories of red tape and motivation crowding, the authors hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small negative relationship between staff perception of red tape and performance and no relationship between manager‐perceived red tape and performance.     

Questioning Kaufman: How Cross‐Level Political Coalitions Interact with Organizational Structure

Herbert Kaufman's The Forest Ranger is considered a landmark study of how organizations can be structured to elicit compliance from field officials, yet there have been few attempts to validate Kaufman's claims. The author argues that the outcomes observed by Kaufman resulted from interplay between organizational structure and political context—a variable that Kaufman ignored. This argument is supported by case studies of two agencies with structures similar to Kaufman's U.S. Forest Service but poorer outcomes: the same agency today and India's forest departments. Both differences in organizational structure and poorer outcomes are found to be the result of political context. Specifically, coalitions assembled around agencies use the implementation process to shape outcomes in ways that could not be accomplished solely through changing laws or formal administrative structure. This points to the importance of building supportive field‐level coalitions to complement administrative reforms.     

So Hard to Say Goodbye? Turnover Intention among U.S. Federal Employees

Why do U.S. federal government employees choose to leave the federal service? By focusing on turnover intentions, this article develops propositions about why employees anticipate leaving their jobs along three dimensions: (1) demographic factors, (2) workplace satisfaction factors, and (3) organizational/relational factors. Two distinct measures of turnover intention are advanced that reflect those who intend to leave their agency for another position within the federal government and those who intend to leave the federal government for an outside position. The 2006 Federal Human Capital Survey is used to test the impacts of three clusters of independent variables on these measures of turnover intention. The findings suggest that overall job satisfaction and age affect turnover consistently. Practical recommendations are outlined for public managers seeking to boost employee retention.     

More than Pathological Formalization: Understanding Organizational Structure and Red Tape

Most research has conceptualized red tape as being a pathological subset of organizational formalization. This article argues that focusing on a single dimension of organizational structure as a red tape driver is unrealistically narrow. Specifically, the article advances hypotheses as to how organizational centralization and hierarchy affect perceived red tape, in addition to formalization. This reasoning is tested using survey data from employees of three local government organizations in the southeastern United States. All three hypotheses are supported: higher levels of organizational formalization, centralization, and hierarchy are associated with more red tape. Open‐ended comments also indicate that red tape is not solely perceived as related to formalization. The findings imply that red tape is a multifaceted perception of organizational structure rather than perceived pathological formalization.     

Personnel Constraints in Public Organizations: The Impact of Reward and Punishment on Organizational Performance

In recent years, many public sector reforms have attempted to loosen personnel constraints on the assumption that more managerial flexibility will increase organizational performance. The authors mount an empirical study to test this assumption using data taken from English local government authorities. Personnel constraints are operationalized using Rainey's long‐standing measures of the concept. Statistical results from multiple regression analyses indicate that “difficulty in removing poor managers” is harmful to organizational performance, but “difficulty in rewarding good managers” has no effect. The authors delve inside the organizational hierarchy and find that attitudes toward personnel constraints vary by organizational level and managerial rank: for example, frontline managers feel more constrained overall, while senior managers’ perceptions of constraints are more closely linked to organizational performance but in some unexpected ways. The implications of these findings, including the fact that personnel constraints have varying impacts on organizational performance, are considered.     

A Norm of Evidence and Research in Decision‐making (NERD): Scale Development,Reliability, and Validity

Evidence‐based management is on the rise as a strategy to promote more rational decision‐making and effectiveness in governance and public service delivery. To understand how widespread the use of evidence is among managers in various settings, and why evidence is emphasized more in some settings than others, it is necessary to have a good measure of the use of research and evidence in management decision‐making. This article reports on the development and testing of a new multi‐item scale, Norm of Evidence and Research in Decision‐making (NERD), that can be used across organizational and functional settings to assess evidence‐based management practices within an agency. The results indicate that the scale is internally consistent (reliable) and that it correlates with criteria of the underlying construct (valid). The article concludes with a discussion of the potential utility of the scale for advancing research and understanding about the use of evidence by public and nonprofit managers.     

The Individual‐Level Effect of Gender Matching in Representative Bureaucracy

A substantial literature links passive bureaucratic gender representation to better outcomes for represented citizens. However, because existing studies have been carried out primarily at the organizational level, it is not known whether these effects are caused by individual‐level interaction or by organizational processes. This article investigates whether gender matching in individual relationships affects citizen outcomes. The context of the study is a program in which young job seekers without vocational training were assigned to a job counselor for one‐on‐one meetings. The article finds that gender matching has a positive effect on citizen outcomes and that this effect is partly explained by an increased level of effort on the part of the citizen. This implies that citizen outcomes can be improved by matching bureaucrats and citizens of the same gender or by providing training to bureaucrats to enable them to better serve citizens of the opposite gender.     

Should Government Go It Alone or With a Partner? A Comparison of Outcomes from a Work Release Program Using Different Policy Tools

This article compares labor market outcomes from two different approaches to a work release program in Illinois: direct provision by a government and a purchase‐of‐service (POS) contract between government and a public charity. Significantly better employment and earnings outcomes were associated with the POS contract. To better understand the reasons for the success of the POS contract, the authors further examined the specific terms of the contract, organizational expertise, and the political context of POS contracts. The results are organized according to the main theoretical assertions. Findings add to the weight of evidence that contractors, like public charities, can be valuable government partners for addressing challenging social policies and programs.     

Survival at the Intersection of Government and Business: The Unique Case of the Australian Trade and Investment Commission (Austrade)

The Australian Trade and Investment Commission (Austrade) is a government organization whose responsibility is to promote Australian exports and investment facilitation in global markets. It has a unique position of being a government agency and at the same time working alongside and with business in assisting exporters enter overseas markets. This relationship is often strained both for reasons of changing government preferences in terms of assisting exporters as well as pressures on the government budgets. Yet Austrade has been able to remain a steadfast intersection between government and business despite the competing strategies of its two main stakeholders – government and business. This paper assesses Austrade as a case of organizational survival maintaining its equilibrium through sound management and serendipity.     

Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and PART

The Government Performance and Results Act (GPRA) of 1993 and the George W. Bush administration’s Program Assessment Rating Tool (PART) established new routines that were intended to foster performance management practices. Using data from two surveys, the authors find that the involvement of agency employees in GPRA processes and PART reviews generally had little direct effect on performance information use once other factors are accounted for. The main exception is that managerial involvement in GPRA processes and PART reviews is associated with the use of performance data to refine measures and goals. This reflects the limits of government‐wide reform efforts that depend on difficult‐to‐observe bureaucratic behavior. The authors also find that a series of organizational factors—leadership commitment to results, learning routines led by supervisors, the motivational nature of the task, and the ability to link measures to actions—are positive predictors of performance information use.     

The Effect of Problem Severity,Managerial and Organizational Capacity,and Agency Structure on Intergovernmental Collaboration: Evidence from Local Emergency Management

Like most public managers nowadays, local emergency managers operate within complex, uncertain environments. Rapid changes in the scope and severity of the issues increase the extent of intergovernmental collaboration necessary to address such challenges. Using a large data set of county emergency management agency directors, variations in intergovernmental collaboration reflect influences from problem severity, managerial capacity, and structural factors. The results demonstrate that public managers who perceive problems as severe, possess specific managerial skills, lead high‐capacity organizations, and operate in less complex agency structures collaborate more often and more effectively across governmental boundaries.